Dunnes Stores And Lidl – Compare And Contrast The Role Of HRM In Both Of The Following Organizations
Question:- Dunnes Stores and Lidl – Compare and Contrast the Role of HRM in both of the following organizations
You are required to:
- Provide background information on the organization to include: type of organization, size, structure, and culture; the organization’s vision, mission, and strategic goals.
- Describe the Human Resource Department and explain in detail its function within the organization.
- Outline and explain the key challenges and opportunities faced by the organization’s human resource management (both internal and external).
- Analyze the effectiveness of HRM in achieving organizational goals and objectives.
- Suggest recommendations for improvement where relevant.
When the flexible concept of HRM emerged in the 1980s, in the times of Thatcherism and Reaganomics, it “could not help but look more desirable than personnel management” (Hope-Hailey et al 1997: 5). The attractiveness of the theory of managing personnel led to a proliferation of HRM language. Nonetheless, it remains to be seen if there is more to HRM than only a new and shining rhetoric.
A number of authors stress the difficulties of identifying clear differences between personnel management and HRM, and maintain that the most obvious change is a “re-labelling process” (Legge 1989: 20). Torrington (1989: 64) agrees that “a change of label” is obvious, though one cannot be sure that the content of differentiates to any extent. However, the new terminology may at least rid personnel management from its unfavourable welfare image and other “negative connotations” (Sisson 1990: 1) and thus, save the ailing function of managing personnel from marginalisation.[1] Accordingly, some HR academics maintain that new labels on old bottles may have their uses, even if it is only for marketing purposes (Armstrong 1987: 35; Guest 1989: 48). Furthermore, a valuable contribution of HRM is to direct the attention to regarding people as the key resource of organisations and lending the management of personnel increased importance (Armstrong 1987: 31).
